The growth of smart phones and tablets has led to a surge in the demand for mobile access to business data, processes, tools and communication. Lines of Business (LoB) leaders have been swift to seize the opportunity to leverage mobile channels and drive business outcome. The quick adoption of mobile solutions has given them the early-mover advantage. But the advantage has not come without its own set of snags. Today, inconsistent user experience is impacting customer satisfaction along with performance and scalability issues. In several instances the impact is more serious - security is under threat and revenue goals are being impacted. The early siloed initiatives have begun to hinder attempts at enterprise-wide mobile transformation. That is the unfortunate reality.
Businesses that are either threatened by the resultant chaos or are rapidly headed towards it must quickly address these situations. They need to bring focus to creating and governing their global mobile strategy, innovation around mobile technologies and processes, infrastructure, assets and operations. Creating a way to do this requires an understanding of the seven key hurdles that have led to the chaos and handicapped most businesses:
- Apps rolled out on multiple mobile platforms.
- Multiple development tools and frameworks deployed to build mobile apps.
- More than one Mobile Device Management (MDM) platform in use.
- Inadequate attention to security.
- Adoption of multiple middleware and frameworks.
- Creation of siloed back-end systems, infrastructure and tactical web services.
- Partnerships built with several vendors of mobile technology.
Given that mobility will increasingly become the backbone of all enterprises it is imperative that organizations create adequate standards and structures in order to support their mobile strategy. Broadly speaking, organizations would do well to create a Mobile Centre of Excellence (CoE) under the Chief Information Officer. The mandate of the Mobile CoE should be to drive a holistic approach to implementing an enterprise-wide mobile strategy. To bring close and unremitting focus to business needs, organizations need to think of creating the role of a Chief Mobility Innovation Officer (CMIO) under the CIO. The overall role of the CMIO should be to dene mobile strategy, implement it and deliver ROI on mobile investments.
To assist the CMIO in strategy and execution, it is advisable to set up three relevant and distinct support groups:
A strategic mobility partner is the key to success. Typically, the partner should be involved with creating the strategy which is driven by business process transformation, prioritizing application development as well as technology evaluation and standardization. The benefits of a Mobile CoE combined with a strategic mobility partner are self-evident. The approach immediately brings structure to the enterprise mobility strategy. Above all, the approach brings efficiency to mobile investments, reduces chaos and helps to measurably improve ROI. This will help enterprises to achieve business benefits.
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